NHEP Management Plan 2005 Update

NHEP staff met with each of the project teams during the spring, summer, and fall of 2004 and asked each to suggest changes to existing action plans or identify emerging issues or subject areas that were not covered by the Management Plan. Following these meetings, the NHEP Coastal Scientist compiled the information, combined duplicate suggestions, and eliminated ideas that were already addressed by existing action plans. The project teams identified two new issues for inclusion in the Management Plan: sustainable water use and invasive species. A list of changes and two draft action plans were distributed to all teams and committees for comment. The Management Committee approved changes to the existing action plans on December 9, 2004, and approved the addition of two new action plans to the Management Plan on March 24, 2005

A model of management teams

Management;Decision Making

A Typology of Virtual Teams: Implications for Effective Leadership

As the nature of work in today\u27s organizations becomes more complex, dynamic, and global, there has been an increasing emphasis on far-flung, distributed, virtual teams as organizing units of work. Despite their growing prevalence, relatively little is known about this new form of work unit. The purpose of this paper is to present a theoretical framework to focus research toward understanding virtual teams and, in particular, to identify implications for effective leadership. Specifically, we focus on delineating the dimensions of a typology to characterize different types of virtual teams. First, we distinguish virtual teams from conventional teams to identify where current knowledge applies and new research needs to be developed. Second, we distinguish among different types of virtual teams, considering the critical role of task complexity in determining the underlying characteristics of virtual teams and leadership challenges the different types entail. Propositions addressing leadership implications for the effective management of virtual teams are proposed and discussed

Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals

This paper examines the roles of cosmopolitans and locals in transnational teams that work on knowledge-intensive projects. I propose that cosmopolitan and local team members can help their teams to acquire and apply knowledge more effectively, by bringing both internal and external knowledge to their teams and enabling them to more successfully transform this knowledge into improved project performance. Findings from a study of 96 project teams at an international development agency reveal that the roles of cosmopolitans and locals were complex and sometimes valuable, but cosmopolitans offered greater benefits than locals and too many of each could hurt. Implications for theory and research on international management, virtual teams, exploration and exploitation, and organizational knowledge are discussed

Collaborative Engineering Environments. Two Examples of Process Improvement

Companies are recognising that innovative processes are determining factors in competitiveness. Two examples from projects in aircraft development describe the introduction of collaborative engineering environments as a way to improve engineering processes. A multi-disciplinary simulation environment integrates models from all disciplines involved in a common functional structure. Quick configuration for specific design problems and powerful feedback / visualisation capabilities enable engineering teams to concentrate on the integrated behaviour of the design. An engineering process management system allows engineering teams to work concurrently in tasks, following a defined flow of activities, applying tools on a shared database. Automated management of workspaces including data consistency enables engineering teams to concentrate on the design activities. The huge amount of experience in companies must be transformed for effective application in engineering processes. Compatible concepts, notations and implementation platforms make tangible knowledge like models and algorithms accessible. Computer-based design management makes knowledge on engineering processes and methods explicit

Spatial uncertainty and structuration effects on preventive management of locust plagues: a multi-agent perspective

The spatial structure of locust outbreaks is a major item of planning and success of locust preventive management strategies. Indeed, preventive management relies on where and when survey teams have to be sent to explore and report the biotope situation and the potential locust population development in order to react in time to any upsurge. The spatial concentration of areas favourable to outbreak has been documented in many species. Other spatial limits are the areas where the preventive management fails to collect information, either because of insecurity or remoteness. We explored these spatial specificities with the help of ALMMAS, a spatially explicit multi-agent system representing a typical preventive management system with 4 levels of agents: locusts moving randomly and causing intermittently outbreaks spatially localized, field teams conducting surveys and controlling locusts, a management centre hiring and funding the field teams, and a budget holder funding the management centre depending on its own perception of the risk. We simulated 1) some areas where field teams have a low access (only through a corridor), 2) some areas where field teams have no access at all and 3) some areas where the probability to observe initial outbreaks is concentrated in hotspots. We explored the effects of number and size of these areas on the proportion of plague times through series of 100-year simulations. We observed that a strong effort of the budget holder to keep its funding through time might be annihilated with only 5% of a spatial territory with a restricted access. Logically, we obtained also that the largest the areas without access are, the worse the proportion of plague years is. But interestingly, if these inaccessible areas are divided in several small spots, the plagues are more numerous than with only one equivalent inaccessible area. This is explainable through a border-effect, i.e. more kilometres of frontiers to control when there are several inaccessible areas instead of one. The concentration of outbreaks in hotspots also increased the probability to observe plagues. Here too, the spatial distribution of only one hotspot was easier to control for the field teams than of several hotspots of identical size. But particularly, an interesting finding was that with only one hotspot, the period of cyclic behaviour of the budget holder between awareness and the reduction of funding was longer than with several smaller hotspots. These results highlight the need to consider the spatial specificity and accessibility of each locust species when planning the sustainability of anti-locust management systems. The cyclic outbreaks of some locust species, despite the significant budgets in order to establish a preventive management system, may be related to these spatial specificities. Further studies should also focus on the effects of concentrating the attention of surveys in outbreak hotspots

Developing Senior Management Teams in Schools: Can Micropolitics Help?

While there is a vast body of literature that examines the role of the principal in schools, it has been only relatively recently that attention has focused on the working practices and relationships o f members in the Senior Management Team (SMT). This paper suggests that the study of micropolitics has potential for illuminating SMTs since it provides a lens to understand the dynamics of the team and the interactions and inter-relationships between and amongst their members. This micropolitical lens is concerned with how players use a variety of strategies such as power, coercion, cooperation, cooption and influence to obtain resources and achieve goals. This paper examines some of the recent research into SMTs and micropolitics and identifies five hey issues or pointers that may be linked to either facilitating or inhibiting the effective functioning of SMTs in schools. The set of issues provides a useful framework for members of SMTs to critically reflect upon as they seek to build shared purpose, cooperation and collaboration

Wall Street Likes its Women: An Examination of Women in the Top Management Teams of Initial Public Offerings

[Excerpt] As part of an overall research project exploring the determinants of initial public offering (IPO) firm success, I examine the effect of having women on the top management teams of IPO firms on the organizations’ short and long-term financial performance. Looking at three different samples, I found that trend data indicate IPO firms are gaining in the number of women they employ in their top management teams (where top management team is defined as those listed in the firm’s prospectus). The results of the study reported in this paper suggest one reason why the trend is growing; women appear to have a positive effect on the firms’ short-term performance (Tobin’s Q, which is market price to book value per share), three-year stock price growth, and growth in earnings per share

Adaptive self-management of teams of autonomous vehicles

Unmanned Autonomous Vehicles (UAVs) are increasingly deployed for missions that are deemed dangerous or impractical to perform by humans in many military and disaster scenarios. Collaborating UAVs in a team form a Self- Managed Cell (SMC) with at least one commander. UAVs in an SMC may need to operate independently or in sub- groups, out of contact with the commander and the rest of the team in order to perform specific tasks, but must still be able to eventually synchronise state information. The SMC must also cope with intermittent and permanent communication failures as well permanent UAV failures. This paper describes a failure management scheme that copes with both communication link and UAV failures, which may result in temporary disjoint sub-networks within the SMC. A communication management protocol is proposed to control UAVs performing disconnected individual operations, while maintaining the SMCs structure by trying to ensure that all members of the mission regardless of destination or task, can communicate by moving UAVs to act as relays or by allowing the UAVs to rendezvous at intermittent intervals. Copyright 2008 ACM.Accepted versio

THE GENESIS OF TOP MANAGEMENT TEAM DIVERSITY Selective Turnover among Top Management Teams in the Dutch Newspaper Publisher Industry (1970-1994)

This paper develops and tests a model explaining diversity within top executive management teams from the perspective of selective turnover. We draw on two theoretical perspectives to describe the pull toward team homogenization (low diversity) and the push toward team heterogenization (high diversity). Schneider’s attraction-selection-attrition (ASA) model is used to explain the team’s natural tendency to ‘hire likes and fire unlikes’ (so-called homosocial reproduction), provided it has the power to do so. Rational-economic theory, however, suggests firm-specific countervailing imperatives pulling a team toward heterogeneity in order to cope with the requirements of the environment. We propose that the cycle of homosocial reproduction only gets interrupted when the teams face a compelling need for diversity, particularly when organizational performance is poor, diversification is high and competition is tough, but that the reproduction cycle is maintained if the top executive management team is powerful vis-à-vis the board of directors. We test our hypotheses in a population of top executive teams of the Big Five Dutch publishers over a 25-year period. Interestingly, many of our expectations are not supported. Relating to entry, we find that poor performance and high diversification causes teams to select likes. Moreover, although more powerful teams do tend to select likes, this is even more so when competitive intensity increases. Concerning exit, we find that poor performance increases the overall likelihood of executive exit, and that dissimilar managers tend to leave first. We conclude that homosocial reproduction does occur, particularly when the organizations face conditions that at first glance require more team diversity. Apparently, top management teams tend to close ranks when environmental pressure and complexity increases. Explanations for these findings are discussed, which point the way to new research avenues.Economics ;